Corp/Program

Corporate or Program Management

Project
Mandate

Initiation Stage

Pre-Project

Direction

Starting Up a
Project (SU)
Project Brief
Initiation Stage Plan

Appoint Exec &

PM
Capture Previous
Lessons
Design & appoint
PMT

Management

Prepare outline
Business Case
Select the Project
Select& Pr.
approach
approach,
assemble
the Project
Brief

Plan Initiation
Stage

Authorize
Initiation

Notification

Notification

Authorize
The Project

Authorize A
Stage or
Exception Plan

Project Initiation
Document

& Benefit Review

Plan

Initiating a
Project (IP)
Prepare Risk
Man. Strat.
Prepare
Quality
Man.Strat
Prepare
Configuration
Man.Strat.
Prepare
Communication Man.Strat
Set-up Project
Controls
Create project
plan

Delivery Stage I

Delivery Stage II

Directing a Project (DP)

Authorization

Premature
Authorize A Authorization
Give Ad-Hoc Stage End
Stage or
Direction
Exception Plan
Highlight Report or
Exception Report
Escalated Issues

Next Stage or
ExceptionPlan

Controlling
a Stage (CS)

Manage a
Stage
Boundary
(MSB)

Authorize
Work
Packages
Receive
completed
Work
packages

Plan the next

Stage
Or, Produce
an exception
plan

Capture and
examine
issues & risks

Update the
Business Case

Review Stage
Status

Report Stage
End

Take
Corrective
action

Refine the
Business Case

Manage a
Stage
Boundary
(MSB)
Or, Produce
an exception
plan
Update the
Project Plan
Update the
Business Case
Report Stage
End

Highlight Report
Work Package
End Stage Report
Exception Report
Issue Report
Update Issue Register
Update Lessons Log
Lessons Report
Product Status account

Report
Highlights

Assemble The
PID

Next Stage or
ExceptionPlan

Plan the next

Stage

Review work
package status

Update the
Project Plan

Notification

Escalate
issues and
risks

Notification
Premature

Authorize
Project
Closure

Give Ad-Hoc Stage End

Direction

Highlight Report or
Exception Report

Controlling
a Stage (CS)

Close
Project (CP)

Authorize
Work
Packages
Receive
completed
Work
packages

Prepare
planned
closure
Or, Prepare
premature
closure
Hand over
products

Review work
package status
Capture and
examine
issues & risks
Review Stage
Status

Evaluate the
project
Recommend
project closure

Take
Corrective
action
Report
Highlights
Escalate
issues and
risks

Four Management levels ->

Delivery

pankajsh10@yahoo.com

Project Mandate
Project Brief
Project Definition
Outline Business Case
Proj. Product. Description
Proj. Approach
PMT Structure
Role descriptions
References

Initiation Stage Plan

Daily Log
Lessons Log

Business Case
Exec Summary
Reasons
Expected Benefits
Expected dis-benefits
Timescale
Costs
Investment appraisal
Major Risks
Plan (Stage, Project, Team)
Plan description
Prerequisites
Dependencies
Assumptions
Lessons
Monitoring & control
Budgets
Tolerances
Prod. Descriptions
Schedule

Project Initiation Document

Extracts from P.Brief
Risk Man. Strategy
Quality Man. Strategy
Config Man. Strategy
Communication
Man.Strategy
Proj Man Team structure
Role descriptions
Detailed Business Case
Project Plan
Project Controls

Next Stage Plan

Benefits Review Plan
Configuration Item Records
Issue Register
Quality Register
Risk Register

Manage Product Delivery (MP)

Manage Product Delivery (MP)

Accept Work
Package

Accept Work
Package

Execute Work
Package

Highlight Report
Date
Reporting Period
Status Summary
Products & work packages
This reporting period
Next reporting period
Project & Stage tolerances
Requests for Change
Key issues & risks
Lessons Report

PRINCE2 is a Registered Trademark of AXELOS LTD

Deliver Work
Package

Execute Work
Package

Additional work estimates

Checkpoint Report
Date, period
Follow-ups
This/next reporting period
Work Package tolerance
status
Issues & risks

Acceptance Records
(See Project Product
Description)
End Project Report
Follow-on actions recs
Lessons report

Deliver Work
Package

Update / close
Project Plan
Configuration item records
Benefits review plan
Registers:
Issue Register,
Quality Register,
Risk Register,
Daily Log

The four integrated elements of PRINCE2

(Why?)
(Who?)
(What?)
(How? How Much? When?)
(What if? )
(Whats the impact?)
(On Target? Tolerance?)

Tailoring PRINCE2 to
create fit with project
environment and
context of the project.
PRINCE2 can be
tailored to any type or
size of project.

Quality

Purpose is to judge if project is/remains desirable,

viable, achievable. Projects products enable business
to acheive benefits:
Output: projects specialist products
Outcome: derived from using projects outputs
Benefit: measurable improvement perceived by
stakeholders.

Project
Outputs

consequences

Create

Desired
Outcomes
Measured in
Realize
further

BC lifecycle:
Develop: get information to make
decisions (SU & IP)
Result in
Verify: assess if project is (still)
worthwhile (CS)
Disbenefits
Maintain: Update costs, benefits and
forecasts (MSB)
Confirm: if benefits are/will be
Realized, mostly post-project. (MSB,
CP, post project)

Acceptance
Criteria
Project Product
Description

Quality Managem.
Strategy
Product
Descriptions

PRINCE2
Product Based
Planning
Technique

Benefits

Quality Register

PRINCE2 quality
review
technique

Helps acheive
one or more

Strategic
Objectives

Business Executive: looks after business interests; products to meet

business needs, value for money.
Senior User: represents users requirements on projects outputs; who:
- Will use the project outputs to realize benefits after the project
- Will operate, maintain or support the projects outputs
- Will be impacted by project outputs
Senior User specifies outputs and ensures delivery.
Supplier represents those who will provide skills and produce project
product.
Change Authority: Board
Corporate or program management
can delegate authority for
Project
RFCs or off-specs.
Project Board
ManageSeverity ratings in
Senior
Business
Senior
ment
Configuration Man.
User
Executive Supplier
Team
Strategy list who handles
(PMT)
requests :
Corporate/programme
Change
Project
management
Project
Authority
Manager
Assurance
Project Board
Change Authority
Project
Project Manager.
Team
Support
Manager
Delegated authorities are
written into role
descriptions.
Team Members
Project Assurance: Project Board Checks all aspects of the projects
performance independent of Project Manager. PB members are responsible
for aspects of Project Assurance from their respective areas: business, user
or supplier. If they have no time or skills they appoint separate individuals
Project Manager: responsible for day-to-day management of project within
constraints set by Project Board. Project Manager ensures that project
produces required products within set tolerances.
Project Support: Responsibility of Project Manager. He can delegate work
to Project Support: administrative services, they advice on project
management tools, configuration management, provide specialists for
planning or risk management.
Team Manager: ensures cration of products in workpackage. Role may be
combined with PM

Product
Quality Approval
Records

Acceptance
Records

Plans

Corporate or
programme plan
Project Plan
(Initiation)
Stage Plan

(Delivery)
Stage Plans
Team Plans
(Optional, free structure)

Design the plan

(during Plan the Project)

Define & analyse

products
Proj.prod.descr. (proj plan)
Prod. Breakdown
Prod. Descriptions
Prod. Fow Diagr.

Identify Activities and

dependencies
Prepare Estimates
Prepare the schedule
Document the plan

Tolerance Area/Management Prod.:

Quality
Business Case (B)
Risk
Project Plan (T,C,S) Risk.strat.(R)
Scope
Stage Plan (T,C.S.R)
Work Package (T,C,S,R)
(Project) Product Description (Q)
(Scope tol.of plans defined by products)

Quality planning: to control quality, there must be a plan

defining the products required of the project, with their
respective quality criteria, quality methods (including effort
required for quality control and product acceptance) and the
quality responsibilities of those involved.
Quality Expectations in broad terms (Robust, fast, etc.).
Acceptance Criteria are Measurable; Rated: MoSCoW
Expectations & Criteria are in Project Product Description

expectations

Quality Planning

Enable

Business
Changes

Objectives depend on project type:

Feasibility study
Compulsory project
Also Cause
Not-for-profit project
Evolving project
Customer/supplier project
Side effects
Multi-organization project.
and

The Quality Audit Trail

From Customer
Project
Response
Customers Quality

Repeated for
Project Plan
Stage Plan
Team Plan (optional)

Business Case

Organization

Seven Processes
1. Starting Up A Project (SU)
2. Directing A Project (DP)
3. Initiating a Project (IP)
4. Controlling A Stage (CS)
5. Managing Product Delivery (MP)
6. Managing Stage Boundaries (MSB)
7. Closing a Project (CP)

Tolerances on the 6 project objectives

Time
help delegate authority - Management
by Exception.
Cost
Benefit

Quality assurance :
Quality
Establishes and maintains a
Components
quality management system
Reviews a projects
Quality Criteria
organization, processes,
and Tolerances
products to assess if quality
will be met.
Quality assurance is independent
Quality Methods
of the Project Management
Team,it is a corporate
responsibility, but quality
Quality
planning and control are done by
Responsibilities
the project. The project is
responsible that quality
assurance is arranged.
Quality control focuses on the
operational techniques and activities
used by those involved in the project to:
Fulfil the requirements for quality
Quality
(for example, by quality
Control
inspections or testing)
Identify ways of eliminating causes
of unsatisfactory performance (for
example, by introducing process
improvements as a result of
lessons learned).

The purpose of Plans is to facilitate communication

and control by defining means of delivering products;
the where and how, by whom, and estimating the
when and how much).
Exception Plans

(As nescessary)

Three levels of plan for three different levels of

management; Project, Stage and Team. The Initiation
Stage Plan is created (with the Project Brief) by
Starting up a Project (influenced by corporate or
programme plans). The Project Plan is created during
Initiation (in the PID). Following Stage Plans created
by Managing a Stage Boundary. Team Plans created
by Managing Product Delivery(Accept Workpackage).
Benefits Review Plan covers activities during and after
the project that check if Business Case benefits have
been acheived. It may be part of a corporate or
programme plan. The Benefits Review Plan covers
corporate, project and stage levels. Created during
Initiation, updated during Managing a Stage
Boundary
An Exception Plan is a plan prepared for the
appropriate management level to show the actions
required to recover from the effect of a tolerance
deviation. If approved, the Exception Plan will replace
the plan that is in exception(Stage or project).

Project assurance is responsibility of

project board; Checking on all aspects of
project performance
Quality assurance is responsibility of
Corporate or Programme management
(Quality policies outside the project). It
provides stakeholders with confidence
that quality requirements can be fulfilled
Quality assurance should not be confused
with Project Assurance. Project assurance
refers to the Project Boards accountability pankajsh10@yahoo.com

Risk
Purpose of Risk theme is to identify, assess and
control uncertainty and, as a result, improve the
ability of the project to succeed. In the context of a
project, it is the projects objectives that are at risk.
These will include completing the project to a
number of targets, covering time, cost, quality,
scope, benefits and risk.
Risk Appetite: an organisations attitude to risk
taking. Risk tolerance: amount of risk that is
acceptable

Threat
Responses

Opportunity
Responses

Avoid

Exploit

Reduce
(probability and/or
impact)

Enhance

Fallback
(reduces impact only)
Transfer
(reduces impact only,
and often only the
financial impact

Risk Management procedure:

Identify context; obtain information on
Share
project to understand specific
objectives at risk and formulate Risk
Reject
Accept
Management Strategy.
Risk Owner: responsible for management,
Identify risks; recognize the threats and
monitoring, control of all aspects of a risk,
opportunities that may affect the
including implementation of responses.
projects objectives.
Risk Actionee: caries out actions
Assess threats and opportunities to the
Summary risk profile
project in terms of probability and
1 3
impact. Risk proximity describes how
Very high
Num
be
quickly risk can materialize .
4
2
Risk rs from
High
Regis
ter
Plan; prepare management responses to Medium
8
6
threats and opportunities;remove/
10
Low
7
reduce threats, maximize opportunities.
9
5
Very Low
Implement; action risk responses,
Very
Very
Prob
monitor effectiveness, take corrective
Low Medium High
Impact Low
high
action

Communicate

Seven Themes
1. Business Case
2. Organization
3. Quality
4. Plans
5. Risk
6. Change
7. Progress

Analyse Risks

Seven Principles
1. Continued business justification
2. Learn from experience
3. Defined roles and responsibilities
4. Manage by stages
5. Manage by exception
6. Focus on products
7. Tailor to suit the project
environment.

Tolerances:

Progress
Progress describes mechanisms to: monitor and compare
achievements against plans, forecast projects objectives and
viability, control deviations within tolerances, escalate
deviations outside tolerances.

Corporate or programme
management
Project
tolerances

Project Progress/
exceptions

It contributes to the principles Managing by stages,

Project Board
Continued business justification, Manage by exception. It
can be monitored at Work Package, Stage and Project level.
Each level of the PMT can check the next level:
Stage
Stage progress/
Monitor progress
Tolerances
exceptions
Compare level of achievement with plan
Review plans and options against future situations
Project Manager
Detect problems and identify risks
Initiate corrective action
Work Package
Authorize further work.
Work Package
progress/
Tolerances
Tolerances are permissible deviations above and below a
Issues
plans target for time and cost without escalating to the next
level. There may also be tolerance for quality, scope, benefit
Team Manager
and risk. Exception is when it can be forecast that there will be
a deviation beyond the agreed tolerance levels.

Specialist work aligned to management stages

Management Stage 1 Management Stage 2 Management Stage 3 Management Stage 4
Specification
Peripheral
design
Over all
Detailed Design
Commissioned
Facility
design
Built
facility
Training
Syllabus
Trained Staff

Change
To identify, assess and control any potential changes to the baseline and get
them approved or dis-approved. Issue and change control is the continual
activity throughout the project that identifies possible changes. Without
ongoing effective issue and change control, a project will become
unresponsive to stakeholders or drift out of control. Issues cover all relevant
events; Concern, Request for Change, or Off-Specifications
PRINCE2 is a Registered Trademark of AXELOS LTD

Configuration management is the administrative activity concerned

with maintaining a controlled configuration throughout the life of a product.
Baselines are management products, once approved they are subject to
Change control (Benefits review plan, Business Case, All Strategies in the
PID, plans, (Project) product description, Brief, PID and Workpackage)
Procedure: Planning, Identification, Control, Status acc., Verification & Audit

Steps: Establish Controls, Set-up a

Configuration Management procedure and setup a Change Control procedure, ( Also see
Change Authority in the PMT descriptions).
A change budget prevents that Projects or
Stage tolerances are eaten by changes.